financial managers

Citi, a financial services leader, implemented Codility to help them more efficiently screen and assess programming candidates. Prior to Codilty, Citi utilized internal managers and programmers to conduct initial candidate assessments. They wanted this process to be more efficient.

For many financial institutions, traffic from bots (aggregators, scrapers, crawlers) can account for up to 40-60% of their overall website traffic — from good bots engaged in essential business tasks to bad bots performing harmful activities. Banks, traders, asset managers, and insurers might know how much of their traffic is from bots, but what they may not know is the impact those bots may be having on their business.
Read the report to learn more about:
• Managing Financial Data Aggregators
• How Bots Affect the Digital Experience
• What a good bot looks like?

Creating predictive analytics from alternative data has become the current focus of the biggest quant trading firms in the industry
The democratization of financial services data and technology, together with more intense competition, makes the needs of today’s market participants vastly different from those of previous generations. Firms must locate untapped sources of data for both public and non-public companies. This alternative data, such as payment data and other non-public information, from sources beyond the common channels, can be a predictive indicator of market performance; a difference maker in assisting firms as they develop models to evaluate their investments.
By combining our unique data sets with advanced analytics, traders, analysts and managers can seek predictive signals and actionable information utilizing their own models.
View our research report to learn how alternative data, our 'Information Alpha,' can help you earn differentiated investment returns.

The latest version of CA Project & Portfolio Management facilitates core financial activities with the ease and familiarity of a spreadsheet.
Two years ago, CA began to reevaluate how organizations were leveraging their project and portfolio management solutions. Our goal was to identify ways CA Project & Portfolio Management (CA PPM) could better serve every user, from project, resource and financial managers to executive decision makers and team members.
CA PPM 15.3 simplifies the job of the financial manager with Microsoft Excel®-like functionality, embedded communication and collaboration features, and direct links to the industry’s most popular reporting and business intelligence tools.

Telecom assets are a special class of IT assets that require an accurate inventory for effective financial management. Enterprises should consider the benefits of establishing a "single version of the truth" that comes from linking management of IT and telecom assets with their other systems and processes. An accurate inventory is critical for effective financial management. Managers need accurate information that supports their business decisions.

With today's financial advisors and wealth managers facing such tough competition, the ability to thrive comes through maximizing efficiency and finding innovative ways to maintain and grow business.
This white paper highlights how technology is a great partner for meeting this need:
• Create more relevant interactions with customers by tracking your business in the cloud
• Connect to your customer information from any mobile device
• Increase sales to your customers with a deeper understanding of their needs
Download this white paper to learn more!

Restaurant managers are your aces. Just consider — they hire and schedule all of the right people. They ensure compliance with the industry’s legal minefield. They drive top-line financial goals. The list goes on, and on and on. But turnover is a big problem because there are too many things slowing them down:
- Basic task lists prevent optimal performance
- Critical information is stuck in multiple systems
- Pie charts and graphs don’t give them the actionable insights
Restaurant managers are your aces. Download the eBook to learn how to keep them from leaving.

As a financial services provider, you have probably invested hundreds of thousands, if not millions of dollars, in building an analytic infrastructure. But, do your line-of-business analysts and managers have access to the data and insights they need, when they need them?
Three ways Alteryx can help you improve customer experience, manage risk and increase operational efficiency
Case studies on how your peer financial services companies are using self-service data analytics for a competitive edge

Change is inevitable. Any successful business manager knows their organization must continually evolve to stay relevant and competitive. Whether it’s the packaged goods company that has reached the limits of its market, or the financial giant integrating a new software platform, or the global corporation building teams, adaptability is imperative. Having resilient employees that are open to change and better equipped to cope with stress is key.
But it may surprise you to learn who among your employees will weather the storm and who won’t. The Chief Technology Officer? Or the lead on the innovation project? Your top analyst? While some managers understandably assume that their highest earning, most highly educated employees are all highly resilient, they may need to think again.
A study from meQuilibrium, the only clinically validated resilience building program on the market today, conducted by behavioral scientist Wendy Lynch, Ph.D., and psychologist Andrew Shatté, Ph.D., shows that a

Never has so much pressure fallen on the shoulders of finance to be timely and credible with the reporting of financial results. Ninety percent of financial executives report feeling pressured to close the books faster, according to a recent Adra Match study. This burden is driven by the needs of managers who have less time than ever before to make important tactical decisions.
To download this White Paper, please complete the following form.

The latest version of CA Project & Portfolio Management facilitates core financial activities with the ease and familiarity of a spreadsheet.
Two years ago, CA began to reevaluate how organizations were leveraging their project and portfolio management solutions. Our goal was to identify ways CA Project & Portfolio Management (CA PPM) could better serve every user.CA PPM 15.3 simplifies the job of the financial manager with Microsoft Excel® -like functionality, embedded communication and collaboration features, and direct links to the industry’s most popular reporting and business intelligence tools. Today, CA PPM provides financial managers with the ability to visualize, manage and take advantage of data like never before—all from inside the solution.

All businesses face a daily bombardment of email spam that consumes valuable IT staff
time as well as end-user productivity. In addition, email is an attack vector for many
types of security threats to businesses, including phishing, viruses, spyware, and
malicious URLs. Given that all businesses are experiencing the financial pressures of a
tightening world economy, coupled with the uncertainty of any near-term recovery, small
and medium-sized business (SMB) managers are searching for ways to cut costs while
continuing to maintain a consistent level of service and protection for their businesses.

Financial services managers must revisit the quality of their risk management capabilities while reducing cost through more efficient operations. Often, unique leverage can be found with improved business process management, policies and exception-based decisions. Hear three industry experts discuss how banks are using BRMS to meet the demand for speed, control, and profits.

Financial services managers must revisit the quality of their risk management capabilities while reducing cost through more efficient operations. Often, unique leverage can be found with improved business process management, policies and exception-based decisions. Hear three industry experts discuss how banks are using BRMS to meet the demand for speed, control, and profits.

Financial and business managers today are seeking a higher level of analytical ability to manage business performance than ever before. But these kinds of analyses often lie beyond the reach of most of today's ERP systems.

Surveys show that most CFOs want to upgrade their role from accounting specialists to strategic or business partners. But few CFOs have actually made the change, primarily because they have neither the time nor the necessary capabilities within the current finance team. But for those who do make the change, the rewards are tangible. This chapter lays out a number of important steps that the CFO and the finance team need to take to position themselves as trusted and valued business partners within the organization.

Grounded in extensive research, Reinventing the CFO outlines seven critical roles--from streamlining redundant processes to regulating risk to identifying a few key measures--that CFOs must take on to transform the finance operation successfully. Challenging many of the finance field's accepted practices and systems, this bold book revolutionizes the role of financial managers and frees them to make smart, ethical, strategic decisions that add real value to the firm.